i need the answer to the question

1. What does the Human Relations Movement suggest went wrong at Sears?

The Decline of Sears as the Lo, and he hus maneged the two chains as a value Scars. Rocbock and Compam;, commonly called Scan, was play ever since, ignoring the fundamentals of running a founded in 1892 to sell one product-watches. By 1989 the retail busines. Under Lampert, the coeppasy chroalcompary had erown iato the laryed retailer ia the United cally anderinvested in store maintenance, spending as States. Sears initially focused on selling its products via a litlie as onefifth of what its rivals ipent to Leep stores maikorder buines that relied on a catalog " "When the clean and up to date. The result has been a customer catalog fint appeared on doonteps in the 1890 , it fundar ewodus, as no one Lhes ahopping in dilapidated stores."7) mentally changed how Americans shopped. Back then. Another writer deweribed Sears Holdings as havisg. moch of the population lived in rural areas, and they "all the charm of a dollar store without the prices, nor boupht almost everything from little shops at raral june- even the service, and wish even more diseneaged employ: thons. Tbeve general stores had limited selection and ees. Bright fuoreseent lights highlight the drab floon. charged euorbitant prices. They were the only game in peeling paint and sad displess of metchandising that are tosn." Scars' maikorder basincss aas a disruptoc. reminiveent of department stores in the communiat. Over the years Sears cuolved along with changing con- Sovict Union. Some employes carry iPadx, others do sumer tastes. When people moved frors nural areas to cit- not- Lampert's affections for technolopy led to a policy. its. for example. the company epened bundrods of of employes required to whe tablets on the shop floot, tandalone urtban stores to meet consumers' desire to even though most cleriss said they wert unsecesary.".4. shop in attractive department stores mather than via cata- WHAT LED TO SEARS' DECLINE? ke. Sears was also one of the first retailers to ofler a Forks reported that the popelar opinion is that poor credit card in the 1980 -the Diseover cand-that carned Inanagement has led to the demise of borh companies" cauh rewards for customers bosed on their parchases. This (Sears and Kmart). The magazine suegested that innovation brought in a consistent source of revenue for Lampert parsued the wrond strategies, assuming the many years. The nex change was to accommodate con- goal was to imptove Sears' profitability and loneterm sumer preferences for shopping at malls. Sears respooded survival." Coasider the organizational ntructure by anchoring its stores in malls across the country. Lampert installed at Snars Holding. The retail emironment started to change in the 1990. Following a structural model usod in the finance and Scars began to fall behind as discount shopping at Walmart and Kmart took of. These companies were nim industry in which differeat teams compete for scarce. - compony resources, Lampert sepmented the coecpary bler. changing prices and inventory' to meet custocher into 30 autonomoos bouinew units much as men's wear. preferences. Scars was more borcaucratic and was stuck shoek and home fumithing. Each had its owat executive with higher overhead costs and catalog prices that had staff and bound of directors. Rather than foriering colls been set months earlice. Not sarprivingly. Walmart's rev boration, this structural arratgement led to "cuathroat ease grear while Sears' did not. Enter online shopping. competition and sabotage. lncentines were tied to the sas The combination of comvenience, selection. speed. ces of the individaal bunines divisicns, which oficn came and low priees available throagh online shoppite has at the expenie of ather parts of the compary. "A A former bece a disuptive force for all retailers. Like its com- evecutive told the New loik Tines that "inandpers sould petitors. Sears has strupeled agains online sellers such tell their sales staff aot to help customen in adjacent as Amazon, Aecording to a writer from USA Tadas. sections, eren if memecoe asked for hela. Mr. Lampert however, the vencrable tetailer foces even deeper chal- would prabe polices like these, said the cuecutive." lenges: Sears "has also suffered in the wake of its mas. Another aspect of Lampert's strategy was to spend apement's decisions, incloding the sale of its more than on technolopy tather than on stores. Lampert thought $30 billion credit card portfolio to Citibank in 2003, Scars was competing apainat Amanon. He than "plowed and a merger with Kmart."7. investment, nes talent and marketing into Sears' website and a customer logalty program called Shop Yout THE MERGER OF SEARS AND KMART In 2004, Sears was acyuired by Kmart, a company that was then coming out of bankruptcy. The new firm was christened Seass Holdings and led by Edwand Lampert. Way. The program allows custatners to carn points. for. ground in invest generated much-needed cash by selling off some of its conclusion because Lampert is too disengaged from key brands such as Craftsman for about $900 million. 79 the running of Sears operations. Former executives say It also established new sources of revenue by making a he managed the company from his home in Miami, deal to sell "its DieHard-branded products-such as car setting foot in the company headquarters only for its batteries, jump starters, and tires-on Amazon's web- annual meeting. 85 site. The retailer also started selling its Kenmorebranded appliances on Amazon " in 2017. 30 FOR DISCUSSION Despite these efforts, Sears is "hemorrhaging money" Problem Solving Perspective according to Business Insider. "Sales are down 45% since early 2013, its debt load has spiked to $4 billion, and the 1. What is the underlying problem in this case from company is losing well over $1 billion annually." "31 Edward Lampert's perspective? Making matters worse, "Sears said in a filing with 2. What are the key causes of Sears' decline? the Securities and Exchange Commission [in 2017] 3. Do you think Lampert can turn the company around? that it had 'substantial doubt' about its ability to stay in Why or why not? business unless it can borrow more and tap cash from assets. 12 The company is definitely pursuing this strat- Application of Chapter Content egy according to CNNMoney. This source reported in I. What does the Human Relations Movement suggest 2018 that the company announced it will "cut another went wrong at Sears? $200 million a year (beyond the stores it already 2. Use the four parts of a system to diagnose the complanned to close). And it's looking to increase the amount of moncy it is able to borrow. "83 pany's decline. Provide support for your conclusions. According to the New York Times, Lampert believes 3. To what extent did Sears use a total quality managethe company can turn things around. He told a reporter ment perspective in running its business? Explain. that "while there is still work to do, we are determined 4. What key lessons from this chapter could Lampert to do what is necessary to remain a competitive retailer have used to improve Sears' performance following in a challenging environment." 14 Others doubt this the merger with Kmart? Explain. The Decline of Sears as the Lo, and he hus maneged the two chains as a value Scars. Rocbock and Compam;, commonly called Scan, was play ever since, ignoring the fundamentals of running a founded in 1892 to sell one product-watches. By 1989 the retail busines. Under Lampert, the coeppasy chroalcompary had erown iato the laryed retailer ia the United cally anderinvested in store maintenance, spending as States. Sears initially focused on selling its products via a litlie as onefifth of what its rivals ipent to Leep stores maikorder buines that relied on a catalog " "When the clean and up to date. The result has been a customer catalog fint appeared on doonteps in the 1890 , it fundar ewodus, as no one Lhes ahopping in dilapidated stores."7) mentally changed how Americans shopped. Back then. Another writer deweribed Sears Holdings as havisg. moch of the population lived in rural areas, and they "all the charm of a dollar store without the prices, nor boupht almost everything from little shops at raral june- even the service, and wish even more diseneaged employ: thons. Tbeve general stores had limited selection and ees. Bright fuoreseent lights highlight the drab floon. charged euorbitant prices. They were the only game in peeling paint and sad displess of metchandising that are tosn." Scars' maikorder basincss aas a disruptoc. reminiveent of department stores in the communiat. Over the years Sears cuolved along with changing con- Sovict Union. Some employes carry iPadx, others do sumer tastes. When people moved frors nural areas to cit- not- Lampert's affections for technolopy led to a policy. its. for example. the company epened bundrods of of employes required to whe tablets on the shop floot, tandalone urtban stores to meet consumers' desire to even though most cleriss said they wert unsecesary.".4. shop in attractive department stores mather than via cata- WHAT LED TO SEARS' DECLINE? ke. Sears was also one of the first retailers to ofler a Forks reported that the popelar opinion is that poor credit card in the 1980 -the Diseover cand-that carned Inanagement has led to the demise of borh companies" cauh rewards for customers bosed on their parchases. This (Sears and Kmart). The magazine suegested that innovation brought in a consistent source of revenue for Lampert parsued the wrond strategies, assuming the many years. The nex change was to accommodate con- goal was to imptove Sears' profitability and loneterm sumer preferences for shopping at malls. Sears respooded survival." Coasider the organizational ntructure by anchoring its stores in malls across the country. Lampert installed at Snars Holding. The retail emironment started to change in the 1990. Following a structural model usod in the finance and Scars began to fall behind as discount shopping at Walmart and Kmart took of. These companies were nim industry in which differeat teams compete for scarce. - compony resources, Lampert sepmented the coecpary bler. changing prices and inventory' to meet custocher into 30 autonomoos bouinew units much as men's wear. preferences. Scars was more borcaucratic and was stuck shoek and home fumithing. Each had its owat executive with higher overhead costs and catalog prices that had staff and bound of directors. Rather than foriering colls been set months earlice. Not sarprivingly. Walmart's rev boration, this structural arratgement led to "cuathroat ease grear while Sears' did not. Enter online shopping. competition and sabotage. lncentines were tied to the sas The combination of comvenience, selection. speed. ces of the individaal bunines divisicns, which oficn came and low priees available throagh online shoppite has at the expenie of ather parts of the compary. "A A former bece a disuptive force for all retailers. Like its com- evecutive told the New loik Tines that "inandpers sould petitors. Sears has strupeled agains online sellers such tell their sales staff aot to help customen in adjacent as Amazon, Aecording to a writer from USA Tadas. sections, eren if memecoe asked for hela. Mr. Lampert however, the vencrable tetailer foces even deeper chal- would prabe polices like these, said the cuecutive." lenges: Sears "has also suffered in the wake of its mas. Another aspect of Lampert's strategy was to spend apement's decisions, incloding the sale of its more than on technolopy tather than on stores. Lampert thought $30 billion credit card portfolio to Citibank in 2003, Scars was competing apainat Amanon. He than "plowed and a merger with Kmart."7. investment, nes talent and marketing into Sears' website and a customer logalty program called Shop Yout THE MERGER OF SEARS AND KMART In 2004, Sears was acyuired by Kmart, a company that was then coming out of bankruptcy. The new firm was christened Seass Holdings and led by Edwand Lampert. Way. The program allows custatners to carn points. for. ground in invest generated much-needed cash by selling off some of its conclusion because Lampert is too disengaged from key brands such as Craftsman for about $900 million. 79 the running of Sears operations. Former executives say It also established new sources of revenue by making a he managed the company from his home in Miami, deal to sell "its DieHard-branded products-such as car setting foot in the company headquarters only for its batteries, jump starters, and tires-on Amazon's web- annual meeting. 85 site. The retailer also started selling its Kenmorebranded appliances on Amazon " in 2017. 30 FOR DISCUSSION Despite these efforts, Sears is "hemorrhaging money" Problem Solving Perspective according to Business Insider. "Sales are down 45% since early 2013, its debt load has spiked to $4 billion, and the 1. What is the underlying problem in this case from company is losing well over $1 billion annually." "31 Edward Lampert's perspective? Making matters worse, "Sears said in a filing with 2. What are the key causes of Sears' decline? the Securities and Exchange Commission [in 2017] 3. Do you think Lampert can turn the company around? that it had 'substantial doubt' about its ability to stay in Why or why not? business unless it can borrow more and tap cash from assets. 12 The company is definitely pursuing this strat- Application of Chapter Content egy according to CNNMoney. This source reported in I. What does the Human Relations Movement suggest 2018 that the company announced it will "cut another went wrong at Sears? $200 million a year (beyond the stores it already 2. Use the four parts of a system to diagnose the complanned to close). And it's looking to increase the amount of moncy it is able to borrow. "83 pany's decline. Provide support for your conclusions. According to the New York Times, Lampert believes 3. To what extent did Sears use a total quality managethe company can turn things around. He told a reporter ment perspective in running its business? Explain. that "while there is still work to do, we are determined 4. What key lessons from this chapter could Lampert to do what is necessary to remain a competitive retailer have used to improve Sears' performance following in a challenging environment." 14 Others doubt this the merger with Kmart? Explain